The NACD 2019 Corporate Governance Survey highlighted that although ESG issues are currently a low priority for many boards, most directors would like their boards to be more proactive and embrace ESG oversight.
Is Your Board Climate Smart? will address these concerns.
Disruptive forces impact every industry. According to Fortune, 89% of Fortune 500 companies from 60 years ago have either gone bankrupt, merged with (or were acquired by) another firm, or still exist but have fallen off the list.
Boards face an increasing number of challenges in helping companies navigate a myriad of complex issues. They are in need of current thought leaders who can provide meaningful input in the boardroom. The composition of skill sets needed for boards is changing, and boards are recognizing the need to "refresh." Board candidates need to be prepared to explain their value proposition for a potential board seat.
Join us for a lively discussion to gain guidance on the following important questions:
â€¢ What skills are most needed in the boardroom?
â€¢ How do I project my skill sets on paper or in person?
â€¢ How do I find out about potential board seats?
â€¢ What educational programs, or other events, should I attend to better prepare myself for a board seat?
This program will discuss the challenges facing boards, the skills required in todayâ€™s boardrooms, and the best way for board candidates to present themselves during the interview process. Attending this program will help you better understand the complexities of the boardroom and learn ways to project yourself as a future board leader.
As today's business environment continues to rapidly evolve, organizations are facing disruptive forces more frequently and on a larger scale. Increasingly becoming regular events across industries, these disruptions - including emerging technology, new market entrants, M&A, joint ventures, activist investors, and geopolitical actions - are increasing the need for more advanced and agile risk management practices at all levels of the organization, particularly internal audit.
During this session, we will explore internal audit's role in addressing disruptive events and the value internal audit can provide to management and the board during times of disruption. This program promises stimulating conversation and valuable networking for board members, audit committees, CFOs, and internal auditors on this important and timely topic.
What are the key strategic issues and questions that high-performing companies face in allocating resources toward organizational growth? Some directors think about their owned or leased real estate only as a means to conduct business - if they think about it at all. Directors in high-performing companies challenge themselves to stay informed on the latest strategic thinking, whether their real estate is owned or leased. Are the right questions being asked in your boardroom?
Companies are increasingly going online to find director prospects. However, directors often find it difficult to be seen and considered for other director positions. This is partially due to not being known for their board experience and thought leadership.
This program will offer an update on the midterm Election results. Michael O'Brien will discuss the implications to business, the regulatory environment and boards, as well as offer insight and perspective on the final two years of the Trump Administration.
Taylor 2.0: Lessons Learned From a Change in Leadership
Businesses face many challenges in the change in CEO leadership. How can incoming leadership honor the past and engage multiple stakeholders while looking ahead to the future? It involves more than the CEO. The board, CEO, and CFO must be the leading examples to drive change and enhance shareholder value.
Join us as we hear from Deb Taylor of Taylor Corp. - the new CEO of one of the largest privately held companies in the United States:
How do leaders of one of the largest privately held companies in the United States manage the changes in mission, values, governance, and strategies that come with engaging a new CEO?
How does a new CEO work with the board and new executive staff to bring together 85 separate companies while still honoring the legacy of the past?
What are the keys to identifying and closing on strategic acquisitions that double the size of your organization?
Who are the key stakeholders in such a vast enterprise, and what approaches work best to keep the business focused during a corporate transformation?
This program will be of special interest to board members, CEOs and CFOs. We hope you can join us for what promises to be a thought-provoking discussion.
The board of directors' role in talent development is a critical issue given the widening gap between talent needs and talent resources shaped by globalization, digitization and demographic shifts, and the higher success rate of CEO's coming from inside corporations. We welcome private company, public company and not-for-profit board members to convene to hear the latest insights on best practices around talent development, a boardroom imperative. The panelists will explore how the board performs its job well without encroaching on management's role, best techniques for building a multi-year, multi-level internal pipeline of talent, and the importance of the strategic HR role. The panel will also provide insights on how to keep talent development in the forefront of the board's strategic planning and risk assessment discussions, despite cyclical ups and downs in the company's business.
Family businesses are interested in making the best possible decisions regarding new outside directors. And prospective directors are interested in understanding their unique role as an outsider on a family business board.
During this roundtable discussion, family business representatives will share their thoughts on the important considerations when bringing in an outside director, and we'll discuss the prospective director's concerns
What is SASB and Why Should You Care?
Environmental, social, and governance matters all contribute to form an organization's sustainability reporting. This area of SEC disclosure and corporate reporting is increasing in interest and demand. Employees, supply chain partners, and investors are all interested in the additional color that this reporting provides. Join the NACD Minnesota Chapter as Mr. Hirth and our guest panel explore the following questions:
What is the Sustainability Accounts Standard Board (SASB), how was it formed, and what are its mission and activities?
Why are institutional investors interested in and, in some cases, demanding these additional disclosures?
What does the SEC already require in terms of sustainability reporting?
How are the SASB suggested disclosures developed by industry and what are they?
What is the current state of sustainability reporting within and outside of Form 10-K?
Why might you consider this reporting and activity to enhance the value of your organization?
How are non-public companies approaching sustainability and reporting, and what benefits are they seeing?
What questions about sustainability should directors be asking in 2018?
The legal landscape for board members is complex and risky - recent developments include increases in securities lawsuits, M&A litigation, and emerging threats from claims related to cybersecurity, data privacy, and climate change. Join us for an interactive peer-to-peer discussion on understanding your director liability exposure and how to address it.
Real Estate Roundtable: Issues and Questions for high-performing companies.
Some directors think about their owned or leased real estate only as a means to conduct business - if they think about it at all. Directors in high-performing companies regularly challenge themselves to think about how the company is allocating all the resources at their disposal to influence growth for the organization. Are the right questions being asked in your boardroom?
The assets of companies, large and small, are facing an increased risk of losing or compromising their IP, confidential personnel and customer information, and diminished market brand to name a few. If unprepared, the consequences of a breach could result in a loss of public and investor confidence, disruption to vital infrastructure, and legal and regulatory sanctions. It is no surprise, then, that the level of board engagement in this area is also increasing. Yet overseeing a company's IT initiatives, particularly the adequacy of cybersecurity, can be a challenging task for directors.
During this presentation, Michael Corey dove into the primary questions a board member should be asking its leadership to understand the threat landscape and the risk mitigation measures being performed to protect the company's interest.